Catalyzing Change

Coaching & Mentoring

Supporting the development of agile teams to ensure effective outcomes.
392 Cohorts
4 Active this week
23 Resources
Individually selected
Flexible Schedule
Invest 20 minutes a day
This track explores the mindset, stances, and skills needed for effective facilitation, coaching, mentoring, and teaching in an agile team context. You will develop an appreciation for the art of facilitation as a key to fostering collaboration and enabling self-organizing teams. You will also acquire the ability to understand teams as human systems, acquiring the skills necessary to create safe environments for meaningful collaboration while supporting healthy conflict resolution within the agile team. As a professional agile coach you gain the toolset to foster collaboration, and the skills to serve individuals on any team. More importantly, you will gain the self-awareness and self-management required to navigate among these stances in service of teams, and to serve as a role model of agile values and principles.

Target Audience

Primary Audience: Agile Coaches and aspiring Agile Coaches, including Scrum Masters looking to take the next step; team members with the desire to explore the power of facilitation and coaching; agile team leaders or aspiring team leaders with a passion for servant leadership and a desire to learn and practice the art of facilitation in the context of team facilitation and coaching; anyone with a desire to learn and practice facilitation, professional coaching, mentoring, and teaching in service of Agile teams.

Relevant roles: ScrumMasters, Agile Project Managers, Agile Coaches and aspiring coaches, Iteration Managers, Product Owners, Business Analysts, and anyone with the desire to explore the power of facilitated coaching.

Domains in this track


Related Resources Show Summaries

Team Facilitation

Team development in agile projects has a greater effect in improving organizational performance than financial measures, outpacing both objective performance as well as the teams' subjective supervisory ratings. The most effective efforts occur when team members are interdependent, knowledgeable and experienced and when organizational leadership actively establishes and supports the team.

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Mental Models

True enterprise agility requires a new mindset - a shift from a results-focus to an improvement-focus, where failure is accepted as part of the learning cycle. This new mindset pushes participants out of their comfort zones by empowering them to resolve day-to-day issues using their collective creativity, while giving them the support and safety necessary to try new ways of working. This mindset has its roots in scientific principles, where improvements are tried out and the results analyzed for imperfections - allowing an impartial judgement of outcomes.

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Giving Feedback

When properly given, feedback improves an individual's situation and/or performance by identifying learning opportunities. Offering feedback requires that we pay attention to and do many things effectively and simultaneously, without being harsh, critical or offensive.

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Learning Styles and Modalities

Individuals differ in how they learn, and their ability to internalize information is likely related to the modality used for the acquisition. Learning modalities are the sensory channels or pathways through which individuals give, receive, and store information. Perception, memory, and sensation comprise the concept of modality. The modalities or senses include visual, auditory, tactile/kinesthetic, smell, and taste. From these modalities there are possibly seven learning styles: visual (spatial), aural (auditory), verbal (linguistic), physical (kinesthetic), logical (mathematical), social (interpersonal), and solitary (intrapersonal).

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Management Consulting

Consultancies may provide organizational change-management assistance, development of coaching skills, process analysis, technology implementation, strategy development, or operational improvement services. Management consultants often bring their own proprietary methodologies or frameworks to guide the identification of problems, and to serve as the basis for recommendations with a view to more effective or efficient ways of performing work tasks. Organizations may draw upon the services of management consultants for a number of reasons, including gaining external (and presumably objective) advice and access to consultants' specialized expertise. Due to their exposure to, and relationships with numerous organizations, consulting firms are typically aware of industry "best practices".


Mentoring is a process for the informal transmission of knowledge, social capital, and the psychosocial support perceived by the recipient as relevant to work, career, or professional development; mentoring entails informal communication, usually face-to-face and during a sustained period of time, between a person who is perceived to have greater relevant knowledge, wisdom, or experience (the mentor) and a person who is perceived to have less (the protégé).

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